december 2018 : Strategic Initiative Management

Many organizations are notoriously bad at cancelling projects, no matter how far removed from their original objectives they become. That’s a problem that has to be solved if an organization is to succeed.

We hear a lot about strategic initiatives. What we don’t hear about, however, is how and why they get that label in the first place. What makes one project strategic, where another one is just a project? And just what kind of impact does labelling a project “strategic” have on its ability to be successful?

As strategic, portfolio management-focused PMOs grow in popularity, a number of organizations are facing the challenge of growing those PMO staffing models. How should those PMOs grow to be most effective?

The latest evolution of project management is leading to a need for different skills and experience. Project managers are sensing a very real shift in the value that organizations are placing on many of their projects, one that’s going to reduce the sense of self-worth that individuals will have. So what should organizations do about it?